案例编号:
CN_2016KJYGSCW_8836
案例名称:
运筹帷幄还是鞭长莫及?中国企业并购海外子公司的后续整合与管理控制变革
译名:
The management control evolution after China’s SOE merge of an oversea corporation
中文关键词:
中海油、尼克森、海外并购、管理控制整合
英文关键词:
China National Offshore Oil Corporation, Nexen, Oversea merge, Management control evolution
中文摘要:
2013年2月25日中国海洋石油有限公司完成了对加拿大尼克森石油公司的并购,近200亿美元的并购对价和债务承担,令这场并购成为中海油历史上规模最大、也是最为昂贵的一项海外并购。在一波三折的并购交易达成后,等待中海油的是充满挑战的整合之路。中海油必须解决的整合难题,包括对尼克森的战略重塑,财务管理、人力资源管理在内的多层次管理控制体系衔接、不同国别监管规则下财务呈报与内部控制对接,以及跨越太平洋两岸的企业文化弥合,等等。面对这些“世界级”难题,中海油对尼克森的整合历时几年却没有实现并购的初衷,并购的协同效应没有得以充分显现,而这一结果受到中海油并购前后一系列关键因素的影响。
英文摘要:
On 25 Feb, 2013, China National Offshore Oil Corporation (CNOOC) has accomplished a biggest=ever merge in China business history. The merge became notoriously expensive in terms of either merge price, undertaking risks or input of human resources for CNOOC. After experiencing a quite long negotiation and sanction of American and Canadian administrations, the biggest deal is finished. But the story still stutters to cope with the yawning gap in management control systems of multiple levers (MCSs), operations, financial reporting and corporate culture between CNOOC and Nexen. The integration of MCSs is one of the challenges to bridge the gap and acquire the synergy effect of oversea merge across the Pacific. The change of MCS in Nexen is necessary to fulfill the tasks of such integration. An investigation and analysis as well as a conclusion of various potential problems concerned with oversea merge is contributive to better understanding of the benefits and costs of oversea merge.
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